This course draws on a wide range of perspectives to explore the roots of long term competitive advantage in unusually successful firms. Using a combination of cases, simulations, readings and, most importantly, lively discussion, the course will explore the ways in which long term advantage is built from first mover advantage, increasing returns, and unique organizational competencies. We will focus particularly on the ways in which the actions of senior management build competitive advantage over time, and on the strategic implications of understanding the roots of a firm's success.

This course provides a deep understanding of engineering systems at a level intended for research on complex engineering systems. It provides a review and extension of what is known about system architecture and complexity from a theoretical point of view while examining the origins of and recent developments in the field. The class considers how and where the theory has been applied, and uses key analytical methods proposed. Students examine the level of observational (qualitative and quantitative) understanding necessary for successful use of the theoretical framework for a specific engineering system. Case studies apply the theory and principles to engineering systems.

Overview of airline management decision processes, with a focus on economic issues and their relationship to operations planning models and decision support tools. Application of economic models of demand, pricing, costs, and supply to airline markets and networks. Examination of industry practice and emerging methods for fleet planning, route network design, scheduling, pricing and revenue management, with emphasis on the interactions between the components of airline management and profit objectives in competitive environments. Students participate in a competitive airline management simulation game as part of the subject requirements.

Analytic Techniques for Public Management and Policy was written with the hope that the techniques of psychometrics, econometrics, and the ever-increasing quality of quantitative research in the social sciences can be used effectively to engage in evidence-based research. The ultimate goal is to encourage public management and policy researchers to inform more effective governance.

This course presents real-world examples in which quantitative methods provide a significant competitive edge that has led to a first order impact on some of today's most important companies. We outline the competitive landscape and present the key quantitative methods that created the edge (data-mining, dynamic optimization, simulation), and discuss their impact.

Explores how organizations can use system dynamics to achieve important goals. Student teams work with client managers to tackle the clients' most pressing issues. Students discuss experiences with their clients, and learn modeling and consulting skills they need to be effective. Focus on gaining practical insight from the system dynamics process. Projects are sponsored by diverse organizations from a range of industries and sizes from start-ups to the Fortune 500.

Develops facility with concepts, language, and analytical tools of economics. Covers microeconomics, macroeconomics, and international trade and payments. Emphasizes integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing US and international business environments. Restricted to Sloan Fellows. The fact of scarcity forces individuals, firms, and societies to choose among alternative uses -- or allocations -- of its limited resources. Accordingly, the first part of this summer course seeks to understand how economists model the choice process of individual consumers and firms, and how markets work to coordinate these choices. It also examines how well markets perform this function using the economist's criterion of market efficiency. Overall, this course focuses on microeconomics, with some topics from macroeconomics and international trade. It emphasizes the integration of theory, data, and judgment in the analysis of corporate decisions and public policy, and in the assessment of changing U.S. and international business environments.

This is the textbook for the Prince George's Community College course BMK-2730: Retail Business Management.

The course covers the basic retailing principles as found in the American business system. The student will learn the types of retail businesses, retail buying, selling, advertising and merchandising. The course will also examine the implications of the evolution of e-retailing as it affects how consumers make purchase decisions.

Course Outcomes
1. Distinguish among the various types of retail establishments and cyber-stores.
2. Interrelate the six stages of the consumer buying process.
3. Examine how marketing strategy relates specifically to retailing.
4. Assess the scope, organization, and operation of retail businesses.
5. Relate the components of buying, selling, advertising, and merchandising in retailing.

This OpenStax textbook is used in the Prince George's Community College course BMT 1420: Organizational Management. It aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management.

It has been adapted from the OpenStax Textbook, Organizational Behavior available at https://openstax.org/details/books/organizational-behavior.

This texts addresses the supervisory function of the first-line supervisor. Emphasis on decision making and problem solving using case studies and role playing. It is used in the Prince George's Community College course BMT 1550: Elements of Supervision, a course that provides students with a basic understanding of the role and responsibility of supervisors. It is intended for practicing or newly appointed managers and supervisors as well as those aspiring to these positions. The course examines the problems and challenges that supervisors face. Special emphasis is placed on developing solutions, including the potential results of each. Students explore management theories coupled with a “hands-on” approach to problem solving.

This text offers a unique perspective and set of capabilities for instructors. The authors designed this book with a “less can be more” approach, and by treating small business management as a practical human activity rather than as an abstract theoretical concept. It is used in the Prince George's Community College course BMT 1570: Small Business Management, a course designed to acquaint students with the many diverse areas of entrepreneurship, including but not limited to: identifying a viable product or service, target markets, financial analysis, and ethics. Emphasis is placed on how aspiring entrepreneurs can develop their entrepreneurial mindset and opportunity recognition capabilities to develop winning entrepreneurial plans for future ventures.

Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. It is used in the Prince George's Community College course BMT 1600: Principles of Management, a study of the role of the business manager and the decision-making process. Included are the identification of planning, organizing, leading and controlling functions of management. The development of management and organization theory is discussed. Subtopics include the role of the manager in today’s dynamic and diverse environments; tactical, strategic and contingency planning; elements of leadership; communications; and workforce diversity. Lastly, students examine the control process necessary to measure productivity

This text examines the dynamics of exceptional customer service. Develops skills necessary in dealing with customers effectively, using creative techniques to improve communication skills to achieve customer satisfaction. It is used in the Prince George's Community College course BMT 1650: Customer Service, a course that examines the dynamics of exceptional customer service. Emphasis is placed on the role of customer service, customers in today’s business environment, dealing with customers effectively, the role of management, developing techniques to improve communication skills to achieve customer satisfaction, and the exploration of customer service trends.

This text is used in the Prince George's Community College course BMT 2400: Strategic Management, which introduces students to the strategic management process. Students learn how use information to select and modify strategies to compete effectively. Emphasis is on organizational structure and controls, strategic leadership and entrepreneurship, as well as the legal and ethical components and implications of corporate governance.

This text addresses the fundamental concepts of compensation management, theory of organizational reward systems, and methods of compensating employees. Topics include compensation objectives, employee benefits options, internal and pay structures, incentive programs, performance appraisals, union and government roles in compensation, and international pay systems. It is used in the Prince George's Community College course, BMT 2580: Compensation and Benefits Management.

This text presents the principles and practices of human resource management in the business organization. It is used in the Prince George's Community College course BMT 2610: Human Resource Management, a course which examines principles and practices of human resource management in the business organization. Emphasis is placed on trends in management; safety in the workplace; job analysis; employee training, development and performance; compensation and benefits; as well as HR goals and global developments.

This text It is used in the Prince George's Community College course BMT 2660: Conflict Management. It provides powerful techniques for dealing effectively and confidently with difficult situations in the workplace. The course further examines strategies to strengthen organizational efficiency and productivity by developing, building and strengthening more cooperative and productive working relationships. Subtopics include defining the causes and types of conflict and its impact on productivity, costs and profits. Students are taught the elements of emotional intelligence and its role

This text examines diversity in the workplace and the resulting challenges to corporate culture in developing an understanding of diversity. It is used in the Prince George's Community College course BMT 2720: Managing Workplace Diversity which examines distinct differences within the workplace. Emphasis is placed on diversity, diversity consciousness, individual success, social barriers, communication, teamwork, leadership and the resulting challenges to corporate culture in developing an understanding of diversity within the workplace.

Lean thinking, as well as associated processes and tools, have involved into a ubiquitous perspective for improving systems particularly in the manufacturing arena. With application experience has come an understanding of the boundaries of lean capabilities and the benefits of getting beyond these boundaries to further improve performance. Discrete event simulation is recognized as one beyond-the-boundaries of lean technique. Thus, the fundamental goal of this text is to show how discrete event simulation can be used in addition to lean thinking to achieve greater benefits in system improvement than with lean alone. Realizing this goal requires learning the problems that simulation solves as well as the methods required to solve them. The problems that simulation solves are captured in a collection of case studies. These studies serve as metaphors for industrial problems that are commonly addressed using lean and simulation.

The defining challenge facing business leaders is to develop and drive performance into the future.

For commercial firms, this generally means building profits and growing the value of the business.

Although their focus may be on non-financial outcomes, public services, voluntary groups, and other

not-for-profit organizations share the same central challenge—continually improving their

performance. When the causes of performance through time are not understood, management has

difficulty making the right decisions about important issues. Worse, entire organizations are led into

ill-chosen strategies for their future.

To overcome these problems, leaders need the means to answer three basic questions:

1. Why is business performance following its current path?

2. Where are current policies, decisions, and strategy leading us?

3. How can future prospects be improved?

These questions are the starting point for this book.